Elephant in the Room

Painting - LeRoy Neiman


The following story is absolutely true, except for the parts that aren't. ;-)

A man landed at an airport in an unfamiliar city. He did a quick scan of the city on his way to meet with a big shot client, and he did not have a very good first impression of the town. This was very unfortunate, as what was about to happen was beyond his wildest imagination. This is how it all began: He posted his "140-characters-or-less" thoughts about his first impression on his personal social media account and went about his business.

An employee of the big shot client saw the man's post and immediately alerted the big shot bosses of his big shot company, who then had to take some big shot action right away. And when the big shot bosses get involved, there has to be big shot apologies, big shot hand-shakes and such… and hopefully, that would be the end… right? Wrong!

A big shot news man wrote a big shot story on his big shot blog about the big shot bosses not taking a big enough action to put an end (once and for all) to any negative comments being made about the big shot hand that feeds us. Never mind our true feelings. We must be always civil, polite, and spread fake love all around... by golly, or else!

"Off with his head!"
"Off with his head!"

The chants could be heard all over the nation.

Words to the wise: Do not, I repeat, DO NOT make less than pretty remarks when an elephant is listening. He will step on you. Why? Quite simply, because he can! And he will not hesitate to call in the rest of the herd to trample you as well.

[ADDENDUM: I'd like to add that there are always 360 degrees of very different views to every story. This is just one. Right and wrong is not my focus.]

Ethical Principals and Concepts

In response to Richard Wade's post from yesterday, I thought I'd provide some information that would be helpful for the readers who have not gone through the MBTI introductory workshop or those who have forgotten some of the information. I make sure I go over the ethical issues several times during the course of the workshop. There are always a few participants who are unable to grasp the concept and end up misinforming others they talk to. But I try to do my best to make sure they understand the ethical issues.

The following information is right out of the Leader's Resource Guide that I use, published by CPP :

The MBTI Tool is a self-report instrument. It reflects individuals' perceptions of themselves, not the opinions of someone else.
The Tool is nonjudgmental. Because each of the 16 personality types has particular assets and contributions to make to society, most people feel it enhances their self-undesrtanding and even gives their self-esteem a boost. In contrast, some psychological instruments leave people feeling deficient in some way or that there is a right and a wrong way to be.
The tool indicates preferences. There are no correct or incorrect answers. Instead, each answer casts votes for the way the user is energized, takes in information, makes decisions, or approaches life.
The MBTI tool sorts. Most instruments measure how much of a trait one has. The MBTI tool helps people sort into one of two equally attractive preference options. High preference clarity indexes do not imply strength or excellence in the use of a particular preference; rather, they indicate that a person was clear in his or her choice of that preference.
The tool is well researched. Myers observed people for more than 20 years before developing Form A. By the time Form M was released in 1998, thousands of dissertations and research studies had been completed. Over 7,000 bibliographic entries exist at the Center for A;;lications of Psychological Type, a repository of research about the MBTI instrument.
The tool dealswith everyday behavior of normal people. All of the eight preferences and 16 types are equally valuable ways to be.

Key Type Concepts:

Type is innate. People are born with their preferences.
Type can be influenced. Family dynamics, socialization, education, and other factors can influence people to act outside of their preferences.
Type is observable.
Type is not a box.
Type is not an excuse.
Type indicates preferences, not skills.
Type is a journey. People should learn to work with all of their preferences as they strive to reach maturity.